The new edition of this SAGE Handbook builds on the success of the first by providing a fully updated and expanded overview of the field of human resource management. Bringing together contributions from leading international scholars - and with brand new chapters on key emerging topics such as firm ownership, talent management, engagement and big data - the Handbook focuses on familiarising the reader with the fundamentals of applied human resource management, while contextualizing practice within wider theoretical considerations. Internationally minded chapters combine a critical overview with discussion of key debates and research, as well as comprehensively dealing with important emerging interests. The second edition of this Handbook remains an indispensable resource for advanced students and researchers in the field. PART 01: Context of Human Resource Management; PART 02: Fundamentals of Human Resource Management; and PART 03: Contemporary Issues.
Chapter 2: Models of Strategic Human Resource Management
Strategic human resource management (HRM) is a research area investigating the relationships of bundles or systems of HRM practices with firm performance and other related variables (Jackson, Schuler, & Jiang, 2014). Early research of strategic HRM has distinguished itself from traditional HRM research with its focus on the systems perspective and the organizational level of analysis (Wright, Dunford, & Snell, 2001). For example, Wright and McMahan (1992) defined the field of strategic HRM as ‘the pattern of planned human resource deployments and activities intended to enable an organization achieve its goals’ (p. 298). Similarly, Snell, Youndt, and Wright (1996) defined it ...